Selection is at the core of the recruitment process. The methods chosen to gather information about candidates’ knowledge and abilities will, to a large degree, determine the quality of that information and ultimately the quality of the candidate chosen. Numerous selection methods are available from which to choose. Research has shown certain of these methods are more effective than others in terms of validity, reliability, practicability, acceptance and adverse reaction from candidates, line managers and unions. By examining this research we are able to identify what, amongst the many methods available, are the “best practices” for each of the three important elements in selection, background review, tests and interviews. By using each of these three elements in combination and, within each, applying the best practices we have discussed, we can create a highly effective selection methodology. This methodology, if used within the context of the overall recruitment process, will contribute in achieving our objective of having a technically competent, customer-focused workforce of committed bus operators who gain personal satisfaction from their work.

Table 11
Steps in the Selection Process

1. Review the National Occupational Standards to determine the essential knowledge and abilities required by the organization
2. Assign a “weight” to each Knowledge and Ability on a scale e.g. 1 to 10
3. Determine best selection methodology for each identified knowledge and ability
4. Design the selected methodology, select/create tests, develop forms, questions and undertake training
5. Undertake selection using the selected methodologies for each knowledge and ability and establish a rating e.g. on a scale of 1 to 10
6. Tabulate final evaluation based on multiplication of the “weight” by the rating and totaling these numbers for an overall score or evaluation


Boring Scoring

The value of using numerical ratings for each step in the selection process and attaching weights to each of the steps is it allows for the development of an overall score for each candidate based upon these ratings and weights thereby providing a degree of accuracy and objectivity to the process. Unfortunately, many managers find the use of such an approach boring. This is unfortunate because researchers have found establishing a well-thought-out rating and weighting system produces better results. In other words, background reviewers, interviewers and testers have to be diligent in rating candidates at each step in the process and assign the ratings as soon as the step has been completed in order to achieve high levels of validity. It may be boring but it needs to be done.




Motor Carrier Passenger Council of Canada (MCPCC),
Business number: BN# 877577427 RT0001